One key piece of advice is, before you start the session, it is important you set the expectation that, you, as a researcher is tasked to collect insights from customers and “…if we hear the same thing again and again, from our customers, we will try to fit this within our product road-map.” It is important we don’t raise false expectations that the product team is open to entertaining any and all feedback. This is especially true for a panel. If you have a subsequent session with some of the panel members, you will hear the first question as “what did you folks do with the stuff I told you before?”
I say “so what” because I believe in Amara’s Law: We tend to overestimate the effect of a technology in the short run and underestimate the effect in the long run. This is part of the reason we get bubbles. We get overexcited about a new technology and we drive up prices beyond any reasonable valuation. Bubble’s go on for years. The internet bubble lasted 5+ years.
Product managers who master the basics of principled negotiation help their teams make better, faster decisions and collaborate better across the organization. Those without this skill tend to spin more, waste team time, get blocked when working outside their teams, and ultimately achieve weaker results. Outside product management, I’m regularly surprised at how successful, senior leaders in different companies miss the basics of principled negotiation, often sticking at point one around separating people from problems. Master this skill and you will be more successful. And if you can, help get negotiation training added into the education system, it’s a skill we all need!